There’s a specific moment I knew we had to tear down a $100M company and start over. Walking the building, asking what everyone was doing, and realizing the answer wasn’t clear anymore. We’d built for a growth curve that stopped being real after COVID. The people weren’t the problem. The process was, and we’d been covering the cracks with headcount instead of fixing them.
@officialchadpetermanTranscript
We had to tear down a $100 million revenue company and here's the exact moment I knew that's what we needed to do. I was walking around. There were people here, there, and everywhere. And I was like, what is everybody doing here? What is the mission? Are they aligned with the goal? What are all these pieces of the puzzle doing? And it took some examining of like, do we really need all of these people? And it wasn't that they weren't great people. I loved all these people. But what we understood was that our growth trajectory was not going to be the same. And we were building and we had done a good job of building for the future. And if that growth trajectory would have continued, well, then yeah, we would have needed all of those people. What we understood, especially coming out of COVID, was our path was going to be a little bit less. It was not going to be as up into the right as before. And so once I saw that, I knew that we needed to really investigate how many people are we actually going to need. And more importantly, where was our process really broke? That because we had grown so fast, we had just thrown people at problems.
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